Transforming Public Sector Inefficiencies
Transforming Public Sector Inefficiencies :: Architecting a Value Driven Future with 360˚ Operating Blueprints and Collaborative Management
- By Faisal Hoque with Natasha Gural and Diana L. Mirakaj
Transforming Public Sector Inefficiencies
Every governmental agency must create a collaborative management structure.
Any large organization in today’s complex global environment requires collaborative execution. Unless you have a collaborative way of coming up with a strategy, as well as the operational execution of that strategy, the organization will fail to create value. Therefore, every governmental agency must create a collaborative management structure driven from an inter-connected enterprise model to execute the operational plan. It’s no secret that government agencies often operate like satellite republics, with little or no communication. Furthermore, the antiquated systems in most agencies stifle even in-house communication. That leaves the end user – the citizen – with little or no hope of being served as well as possible.
There’s no denying that change comes late – often too late – in the bureaucratically burdened public sector, which lags behind the less-encumbered private sector. The problem most often stems from the challenges of managing various programs and agencies governed within one enormous organization that has numerous interests to serve.
It’s easy to walk away from poor service, unfair pricing or general dissatisfaction in the private sector. If you live in a major city, there are likely competitors right down the block. But even if you dwell in a cabin tucked away in the woods, as long as you have Internet access, you can generally get what you want quicker, cheaper and often better from somewhere else. It’s not so easy with the public sector, where the federal, state and local governments decide how and when you get services like infrastructure, education and healthcare.
Government is generally 10 to 15 years behind the private sector. The U.S. continues to spend more than any other nation on education, yet falls short when measured by academic achievement. The U.S. allocates more than any other country on health care, but still ranks in the bottom half of industrialized countries when it comes to life expectancy and infant mortality. Meantime, budget deficits and financial shortfalls have taken their toll on U.S. infrastructure policy, while emerging-market competitors like Brazil and India shell out for long-term public spending initiatives.
In an extreme case, China pumped so much money into its infrastructure, the investment backfired and created ghost towns with no potential for economic impact. Developing nations investing in technology to modernize and transform their government agencies are shifting the power in the global competitive landscape. From any and every corner of the globe, government initiatives and solutions must be built and executed from a 360-degree enterprise view to connect the dots between investment and value creation.
As with any organization, it’s vital:
- to clearly define the mission and vision of a public sector agency;
- effectively create a value driven advancement roadmap;
- design a future state with execution options and scenarios;
- and then proactively manage and validate the actual results.
That’s sounds simple enough, but it’s often a struggle for many government agencies, which fall short in fostering an environment that reinforces the development of strategic goals by processes that organize and align their activities in support of achieving goals. Moreover, government agencies grapple with defining, executing and communicating value created from program initiatives and mission goals. Executing value repeatedly requires a CONVERGED Management Framework that is based on multi-disciplinary and cross-functional best practices and ensures collaborative execution.
Faisal Hoque is the founder and CEO of BTM Corporation (www.btmcorporation.com). A former senior executive at GE and other multi-nationals, Faisal is an internationally known entrepreneur and thought leader. He has written five management books, established a research think tank, The BTM Institute (www.btminstitute.org), and become a leading authority on CONVERGENCE, innovation, and sustainable growth. For his commitment to business-technology convergence, CIO Quarterly magazine designated him “Mr. Convergence”. In May 2008, the editors of Ziff-Davis Enterprise named him as one of the Top 100 Most Influential People in Technology. His latest book, The Power of Convergence (www.thepowerofconvergence.com), is now available.
More about the author: www.faisalhoque.com
Natasha Gural, Editor-in-Chief of the BTM Institute, is a multiple award-winning editor, reporter and writer with nearly 20 years of experience in newspaper, wire, magazine, digital, broadcast and multimedia journalism, including the successful launch of a magazine and website. Natasha began her career as a newspaper reporter, winning a national award for investigative crime reporting. She then joined The Associated Press, where she spent nearly nine years, most recently working as a supervisory editor in business news. She has overseen and directed coverage of many of the world’s major news events, and her writing has appeared in major newspapers across the world. After AP, she served as U.S. Editor of, a Dow Jones company, and then became founding editor of Markets Media. As Editor-in-Chief of Markets Media, she won four major awards for news analysis and investigative reporting. She has written for Forbes.com, and currently writes a personal finance column for Better Investing magazine.
Diana L. Mirakaj, Chief Marketing Officer of BTM Corporation, is responsible for global marketing and corporate development. In this position, she focuses on corporate messaging, branding, and creation of an integrated corporate development strategy through various partnerships and alliances. A co-author on The Power of Convergence, her background provides a singular perspective on the connection between business strategy and the value of technology. Prior to joining BTM Corporation in 2004, Diana was with UBS Investment Bank, where she worked in International Equity Capital Markets on numerous multi-billion dollar transactions and gained extensive IPO and financial services experience.